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The evolution and future of lean Six Sigma 4.0
PurposeThis purpose of this study is to provide an overview of the current state of research on Lean Six Sigma (LSS) and Industry 4.0 and the key aspects of the relationships between them. The research analyses LSS's evolution and discusses the future role of LSS 4.0 in an increasingly digitalized world. We present the benefits and motivations of integrating LSS and Industry 4.0 as well as the critical success factors and challenges within this emerging area of research.Design/methodology/approachA systematic literature review methodology was established to identify, select and evaluate published research.FindingsThere is a synergistic nature between LSS and Industry 4.0. Companies having a strong LSS culture can ease the transition to Industry 4.0 while Industry 4.0 technologies can provide superior performance for companies who are using LSS methodology.Research limitations/implicationsOne limitation of this research was that as this area is a nascent area, the researchers were limited in their literature review and research. A more comprehensive longitudinal study would yield more data. There is an opportunity for further study and analysis.Practical implicationsThis study reviews the evolution of LSS and its integration with Industry 4.0. Organisations can use this study to understand the benefits and motivating factors for integrating LSS and Industry 4.0, the Critical Success Factors and challenges to such integration.Originality/valueThis is the first systematic literature review on LSS 4.0 and can provide insight for practitioners, organisations and future research directions.
Journal Article
Rethinking lean supplier development as a learning system
PurposeThis paper investigates developing a learning-to-learn capability as a critical success factor for sustainable lean transformation.Design/methodology/approachThis research design is guided by our research question: how can suppliers learn to learn as part of a buyer-led collaborative lean transformation? The authors adopt action learning research to generate actionable knowledge from a lean supplier development initiative over a three-year period.FindingsDrawing on emergent insights from the initiative, the authors find that developing a learning-to-learn capability is a core and critical success factor for lean transformation. The authors also find that network action learning has a significant enabling role in buyer-led collaborative lean transformations.Originality/valueThe authors contribute to lean theory and practice by making the distinction between learning about and implementing lean best practices and adopting a learning-to-learn perspective to build organisational capabilities, consistent with lean thinking and practice. Further, the authors contribute to methodology, adopting action learning research to explore learning-to-learn as a critical success factor for sustainable lean transformation.
Journal Article
A relational analysis of drivers and barriers of lean manufacturing
PurposeThe purpose of this study is to categorize and analyse the drivers and barriers of Lean Manufacturing (LM) and subsequently, based on the structural model develop a house of lean management which will give an idea to the academicians and practitioners about the factors that are critical to implement lean practices in an organization.Design/methodology/approachA list of drivers and barriers was prepared based on the literature review and opinions from experts. Total Interpretive Structural Modelling (TISM) was utilized to build a structural hierarchy of the drivers and barriers of LM. The structural hierarchy was utilized to build the house of lean management.FindingsBased on the hierarchy developed, the elements (drivers and barriers) of LM are classified into three groups: bottom-level, middle-level and top-level elements. To develop a house of lean management, bottom-level of elements were considered as a foundation, middle-level elements were considered as pillars and top-level elements were considered as a beam. Finally, foundation, pillars and beam of the house were used to support the roof (which is value to customers and profitability to firm).Practical implicationsThe outcome of this research can assist researchers as well as practitioners to enhance the significant drivers and to reduce the impact of hazardous barriers for the better implementation of lean practices.Originality/valueThis research is a novel approach, as it visibly demonstrates both the drivers and barriers, examines the interrelationships among them in order and shows them pictorially as the house of lean management.
Journal Article
Beyond lean : a revised framework of leadership and continuous improvement
\"This book by Peter Bâendek presents a strong case against the current practice of business operations improvement, based on numerous studies from the business world as well as insights from the most prestigious authors of the last fifty years. The author contests the applicability and indeed the relevance of the Toyota Production System and its spin-offs to the Western context, claiming that a revised approach is much better suited to taking our specific cultural conditions into account, while also combining increased transparency, speed, and sustainability of change with a robust value-creating capability. Dr. Bâendek argues that this approach can have a far-reaching impact on corporate cultures by offering an all-encompassing learning system, one that provides a more coherent and actionable continuous improvement strategy than conventional approaches. The book offers an important guide to rethinking operations management, both in academia and business practice.\"--Page 4 of cover.
Book
Industry 4.0 implies lean manufacturing: research activities in industry 4.0 function as enablers for lean manufacturing
Purpose: Lean Manufacturing is widely regarded as a potential methodology to improve
productivity and decrease costs in manufacturing organisations. The success of lean
manufacturing demands consistent and conscious efforts from the organisation, and has to
overcome several hindrances. Industry 4.0 makes a factory smart by applying advanced
information and communication systems and future-oriented technologies. This paper analyses
the incompletely perceived link between Industry 4.0 and lean manufacturing, and investigates
whether Industry 4.0 is capable of implementing lean. Executing Industry 4.0 is a cost-intensive
operation, and is met with reluctance from several manufacturers. This research also provides an
important insight into manufacturers’ dilemma as to whether they can commit into Industry 4.0,
considering the investment required and unperceived benefits.
Design/methodology/approach: Lean manufacturing is first defined and different dimensions
of lean are presented. Then Industry 4.0 is defined followed by representing its current status in
Germany. The barriers for implementation of lean are analysed from the perspective of
integration of resources. Literatures associated with Industry 4.0 are studied and suitable solution
principles are identified to solve the above mentioned barriers of implementing lean.
Findings: It is identified that researches and publications in the field of Industry 4.0 held answers
to overcome the barriers of implementation of lean manufacturing. These potential solution principles prove the hypothesis that Industry 4.0 is indeed capable of implementing lean. It
uncovers the fact that committing into Industry 4.0 makes a factory lean besides being smart.
Originality/value: Individual researches have been done in various technologies allied with
Industry 4.0, but the potential to execute lean manufacturing was not completely perceived. This
paper bridges the gap between these two realms, and identifies exactly which aspects of Industry
4.0 contribute towards respective dimensions of lean manufacturing.
Journal Article
Lean Six Sigma: yesterday, today and tomorrow
Purpose
The purpose of this paper is to share the experiences and perspectives of three practitioners from two continents on the subject of Lean Six Sigma (LSS) from both academic and industrial viewpoints. The authors of the paper have each been working on the topic of LSS over the past 15 years and have contributed over 150 journal and conference papers to the topics of lean and Six Sigma.
Design/methodology/approach
The approach is to synthesize the practical experiences and research conducted by three authorities on the topic of LSS. In addition, relevant secondary data have also been used in the sections where and when appropriate.
Findings
The authors initially present the history of LSS emphasizing the importance of integration of the two most effective process excellence methodologies over the past 30 years. The authors also report the current trends of LSS in organizations as well as the emerging future trends. They argue that LSS will continue to grow and evolve across the globe for several years.
Practical implications
The paper is intended to be equally useful to both academics and practitioners who are interested on the topic of LSS. From a pure practical standpoint, the paper provides an overview of the past, present and future trends of LSS as a powerful business strategy and problem-solving methodology for all industrial sectors, irrespective of their size and nature. The documentation of the history and recent developments in LSS should be useful to researchers in academia.
Originality/value
In authors’ best knowledge, there are no recent journal articles which cover all the three of these aspects; the past, the present and the future of LSS. This paper presents the above three aspects in a unique manner and addresses the gap between the current state and future directions of LSS.
Journal Article